Performance reviews November 2013

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Half day open training event held in Hamilton, Ontario.

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Performance reviews November 2013

  1. 1. A review of performance by Toronto Training and HR November 2013
  2. 2. CONTENTS 5-6 7-8 9-11 12-15 16-17 18-19 20-21 22-23 24-25 26-27 28-29 30-31 32-33 34-35 36-37 38-39 40-41 42-44 45-46 47-48 49-50 Definitions Types of performance review Uses of performance review Benefits of performance reviews Key elements of a performance review Different approaches Attributes Gathering information Preparation Categorizing the employee The interview Phrases to use Common mistakes Biases Poor performance Work plans and performance reviews Defining job performance and creating a performance review instrument Decisions to make when designing reviews Creating a pay-for-performance plan Making performance reviews effective Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. Definitions • Performance review • Performance appraisal Page 6
  7. 7. Types of performance review Page 7
  8. 8. Types of performance review • Category rating • Comparative • Narrative Page 8
  9. 9. Uses of performance reviews Page 9
  10. 10. Uses of performance reviews 1 of 2 • Developmental uses • Administrative uses Page 10
  11. 11. Uses of performance reviews 2 of 2 USE OF THE INFORMATION • Performance improvement • Placement decisions • Career planning and development • Identifying job design errors Page 11
  12. 12. Benefits of performance reviews Page 12
  13. 13. Benefits of performance reviews 1 of 3 • Employee participation is an effective tool for enhancing jobrelated autonomy, a necessary pre-condition for employee growth • Participation provides employees with a voice into the review process-if employees are confident in the fairness of the scheme, they are more likely to accept performance ratings, even adverse ones Page 13
  14. 14. Benefits of performance reviews 2 of 3 • Employees possess valid, unique and relevant performance information that is unavailable or unobservable by the rater, therefore the quality, quantity, accuracy and validity of performance review information increases Page 14
  15. 15. Benefits of performance reviews 3 of 3 • Employee ownership in the process provides a personal stake in the success of the system, enhancing employee acceptance • Employee participation generates an atmosphere of cooperation and employee support Page 15
  16. 16. Key elements of a performance review Page 16
  17. 17. Key elements of a performance review • • • • • Measurement Feedback Positive reinforcement Exchange of views Agreement Page 17
  18. 18. Different approaches Page 18
  19. 19. Different approaches • Tell and sell • Tell and listen • Problem solving Page 19
  20. 20. Attributes Page 20
  21. 21. Attributes • Qualitative • Quantiative Page 21
  22. 22. Gathering information Page 22
  23. 23. Gathering information • • • • Page 23 Objectives Competence Training Actions
  24. 24. Preparation Page 24
  25. 25. Preparation • Appraiser • Appraisee Page 25
  26. 26. Categorizing the employee Page 26
  27. 27. Categorizing the employee • • • • • Superstar Up-and-comer Benchwarmer Weak link Headed for the door Page 27
  28. 28. The interview Page 28
  29. 29. The interview • • • • • • Good interviews Bad interviews Questions Listening Feedback After the meeting Page 29
  30. 30. Phrases to use Page 30
  31. 31. Phrases to use • Communications/interpersonal • General job skills/traits • Management/leadership/ supervisory • Management control • Personal qualities/characteristics • Productivity • Technical skills Page 31
  32. 32. Common mistakes Page 32
  33. 33. Common mistakes • Appraiser • Appraisee Page 33
  34. 34. Biases Page 34
  35. 35. Biases • • • • Horns and halo effect Purposeful bias Performance review bias Self-bias • How to avoid biases Page 35
  36. 36. Poor performance Page 36
  37. 37. Poor performance • Specific objectives and descriptions of the improvements needed • Specific steps to achieve the desired improvements • Specific methods for measuring performance and assessing improvement Page 37
  38. 38. Work plans and performance reviews Page 38
  39. 39. Work plans and performance reviews • • • • • • • • Key performance areas Output Performance standard Performance indicators Time Resource requirements Enabling conditions General performance factors Page 39
  40. 40. Defining job performance and creating a performance review Page 40
  41. 41. Defining job performance and creating a performance review instrument • • • • • • Job analysis Rating of tasks Creation of appraisal instrument Identifying raters Rater training Performance rating interview Page 41
  42. 42. Decisions to make when designing reviews Page 42
  43. 43. Decisions to make when designing reviews 1 of 2 • Review all? • Who will carry out the interviews? • How often? • Objective v subjective • Relative v absolute • Force distribution v unspecified percentages Page 43
  44. 44. Decisions to make when designing reviews 2 of 2 • Multi-source v single-source evaluation • Multi-criteria v single summary Page 44
  45. 45. Creating a pay-forperformance plan Page 45
  46. 46. Creating a pay-for-performance plan • Define job-specific performance that leads to the creation of a review instrument which clearly outlines low to high performance measures • A well-conducted interview process • Equitable decisions regarding the amount of merit increases given for different levels of performance Page 46
  47. 47. Making performance reviews effective Page 47
  48. 48. Making performance reviews effective • • • • • • • • • • Pre-conditions Objectives Validity Involvement Training Acceptable standards and targets Linked to other systems Input into performance reviews Sources of information Employee feedback Page 48
  49. 49. Conclusion and questions Page 49
  50. 50. Conclusion and questions Summary Videos Questions Page 50

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